Finding time for dynamics within the capacity to innovate

February 15, 2012Posted inCapabilities and Capacities, Dynamic capabilities

IFD Massive Dynamic

Do we know what  the dependencies and complementaries for building and sustaining innovation success are? How do you sustain innovation, is it more through the structuring of everyday work, by creating a particular set of social rules and resources that foster specific routines? Really, that does seem to me as sounding a little too easy, or we all would have got to this point but we haven’t,when it comes to managing innovation. Innovation seems to conflict with everyday work.

The reality is we can’t ‘create’ rules or specific routines when it comes to our need to constantly innovate, there is a host of constantly changing variables, risks and conflicts that need constant adaptation to those specific circumstances, yet we can learn more on the underlying principles and approaches.  So how do we manage this in everyday work, inside organizations hell bent on managing efficiently. Certainly I buy the argument that Innovation should become part of everyone’s job on a daily basis so they have the space and potential to work on it constantly but what does this require? This is part of our journey within seeking innovation fitness through its dynamics.

Here we begin….

The Real Need Is Achieving Innovation Fitness

February 14, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

So how do we achieve a greater innovation fitness?

This begins to show you the way www.innovationfitnessdynamics.com is new and perhaps your possible innovative workout gym.

Firstly stop and survey our world from a new advantage point

Can you imagine standing on top of a mountain, looking out across a vast expanse of nothing but mountains and valleys stretching out before you? If you squint hard enough you can just make out that somewhere in the hazy distance, the endpoint of your travels.

The distance you have to travel towards that much-needed innovation understanding, that is made up of so many different dynamics that make you and your organization that much fitter to compete in today’s challenging world seems really far off, or actually is it?

Exhilaration can quickly turn to reality.

Clearly, while you are on top of this mountain you feel exhilarated to have even got up to this point. To even get there you have already made a decision that you and your organization need to become more innovative.

One that needs to look beyond what you have, to what is possible, you are curious to explore this further, you have to, innovation is a strategic imperative for, adding value, growth and improved wealth creation.

You have innovative choices

Working through some of the theory

February 14, 2012Posted inNatural & Unnatural tensions, Outcomes & Expectancies

IFD Theory

Let’s mix the theory of fitness landscapes with your innovation objectives

  • By firstly mapping out your innovation capabilities to the task at hand enables you to understand and relate to what is needed- we call that the context for innovation. Innovation Fitness Landscapes helps in this task by identifying the opportunity spaces on where you need to focus your efforts‐ and apply the appropriate resources to navigate the terrain. The greater understanding of the ‘fitness points needed’ can transform your innovation landscape potential, or in business parlance, achieve your goal.
  • Achieving this fitness accelerates your opportunities into final tangible outcomes. Here is a little bit of the theory:  you look for those critical factors that will give higher value potential or ‘peaks’ that are more valuable to your needs. The more ‘rugged’ the landscape, the tougher the innovation challenge, can also determine the greater fitness for the rate of innovation. The height of the peaks in these landscapes, the greater value placed upon them, illustrates how intense the innovation challenge is, and the number of critical peaks shows how diverse its potentially is to provide the appropriate resources.
  • The ability to identifying the emerging patterns provides the need to act and invest, making adaptive even exploratory walks to provide the appropriate resources needed so as to move you to the higher fitness points where innovation viability is enhanced and needed to be so as to resolve the challenges faced. You need to experiment, to take these exploratory ‘walk’s to realize the potential and learn how to scale accordingly.

the Pathway Curve Methodology

February 14, 2012Posted inPathway dependence curves, System Solution models

IFD Pathway Curve 1

By taking a more systematic approach to any innovation you achieve a greater understanding over time of what is involved.

Firstly you have to ask what you are trying to achieve, is it incremental innovation, distinctive, disruptive or even radical white space innovation? Do you approach innovation differently for each of these? I would argue you need to learn and build from one to another as you learn on the way, this is my going up a curve that increases in complexity and its scope/ outcome.

How do we embed innovation in all its forms needs what I feel is a unique approach that I have called the Pathway Curve Methodology

Practical Approaches to Fitness Assessments

February 14, 2012Posted inFitness Landscaping Regimes, Outcomes & Expectancies, System Solution models

Finding practical capability identification requires a given approach:

Initially a more path dependency one is explored, searching for existing routines, capabilities and knowledge (more backward looking) for factors that seem to have affected the past success. This then allows us to explore:

  1. Identification and classification of existing capabilities
  2. Identification and classification of required future capabilities
  3. Then, prioritization of these capabilities in light of the core capability criteria and strategic goals.
  4. The Gap analysis (self assessment and external clarification/ comparison)

This is achieved in a mix of interviews to find the Strengths & Weaknesses and the nature of required future core capabilities felt necessary.

The Fitness Evaluations

February 14, 2012Posted inOutcomes & Expectancies, System Solution models

Achieving fitness you firstly have to know where you are and then what you want to achieve. Within our assessment to attain an understanding of your fitness for innovation we take two points of time, the present fitness and the type of fitness you want to achieve in the future. We have a structured method to make these assessments but we frame the ‘fitness’ around the different dynamics making up innovation.

These are both internal and external, they are seperate test and the internal one only can be undertaken. The external can always come later but as we move from a closed to a more open innovation organization, the external assessment has an increasing relevance but knowing your internal fitness has got to be the starting point first.